Dr Diana Sharpe PhD
Senior Lecturer In International Business
Summary
Diana Rosemary Sharpe has over twenty years experience in the broad area of comparative and international management and human resource management. She completed a PhD at Manchester Business School in the field of International Management and has continued research on the management of multinational organisations and the transfer of management practices across contexts. A particular focus has been on comparative analysis of Asian, American and European business systems and management practices. Her research has been published in leading international journals in the field including Journal of International Management, International Journal of Human Resource Management and Journal of Management Studies. Her teaching, consulting and research experience includes six years in Greece, six years in the USA and seven years in the UK. She has a particular interest and experience in comparative ethnographic research in international management.
About
Qualifications
- 1998: PhD International Comparative Management, University of Manchester, United Kingdom
- 1986: MSc Organisational Psychology, University of Manchester, United Kingdom
- 1983: MBA Industrial Relations and Human Resource Management, City University London
- 1981: BSc Management Sciences, University of Manchester, United Kingdom
CPD/ Attendance at annual conferences
Other
- 2005: Affliliated Fellow, Center for Women and Work, United States of America
Senior Lecturer in International Business
Ï㽶ÊÓƵ
- transfer of management practices in multinationals
Publications
Journal articles
Sharpe, D. (2018). . Critical perspectives on international business, 14 (4), 383-403.
Sharpe, D. (2009). Control as Colonialism: Workplace Democracy and the Transfer of Managerial Practices within Multinationals. Journal of Workplace Rights, 14 (1), 27-48.
(2006). Globalisation and Its Discontents. .
Sharpe, D.R. (2006). Shop floor practices under changing forms of managerial control: A comparative ethnographic study of micro-politics, control and resistance within a Japanese multinational. Journal of International Management, 12 (3), 318-339.
Sharpe, D. (2005). Introduction - Critical Perspectives on Asian Business and Management. Asian Business and Management, 4 (4), 361-363.
Sharpe, D. (2003). Global Managers and Japanese Multinationals: Internationalization and Management in Japanese Financial Institutions. The International Journal of Human Resource Management, 14 (3).
Sharpe, D. (2003). The Changing Japanese Multinational. Journal of Management Studies, (Special Issue).
Morgan, G., Sharpe, D.R., Kelly, W., & Whitley, R. (2002). The Future of Japanese Manufacturing in the UK. Journal of Management Studies, 39 (8), 1023-1044.
Rosemary Sharpe, D. (2002). Teamworking and managerial control within a Japanese manufacturing subsidiary in the UK. Personnel Review, 31 (3), 267-282.
Sharpe, D. (1994). Trends in Organisational behaviour - Book Review. Creativity and Innovation Management.
Conference papers
Kom, C.N., & Sharpe, D. (2025). . In European International Business Academy Annual Conference, Espoo, Finland, 2024 - 2024 (pp. 104). EIBA:
Kom, C., Sharpe, D., & Owens, M. (2023). . In British Academy of Management, University of Sussex, Brighton, 1 September 2023 - 6 September 2023. British Academy of Management:
Johnston, A., De Silva, R., & Sharpe, D. (2016). Value Diversity from Foreignness: How Transnational entrepreneurs adopt bi-focality to recognise institutional differences and identify voids.
Sharpe, D. (2015). The Transfer of Managerial Practices within MNE's: Theorising Control and Resistance Processes.
Sharpe, D. (2014). On the Line: Thresholds, Boundaries and Resistance in a Japanese Manufacturing Organisation in the UK.
Sharpe, D. (2014). The contributions of critical realist ethnography in researching the Multinational.
Sharpe, D. (2010). A Postcolonial Analysis of the Transfer of Management Practices within Multinationals.
Sharpe, D. (2009). Resistance and Democracy in the Multinational.
Sharpe, D. (2009). Sociological Imagination in Ï㽶ÊÓƵing the Multinational.
Sharpe, D. (2008). Managing control and commitment on the shop floor.
Sharpe, D. (2008). Theorizing Power in Organizations.
Sharpe, D. (2007). Theorizing Culture: Critical Realist Ethnography.
Sharpe, D. (2007). Theorizing Power and Politics in the Multinational.
Sharpe, D. (2006). A Comparative Ethnographic Study of Shop Floor Micro-Politics, Power and Conflict.
Sharpe, D. (2006). Ï㽶ÊÓƵing Global Settings: The Contribution of Ethnographic Ï㽶ÊÓƵ Approaches.
Sharpe, D. (2006). Ï㽶ÊÓƵing Power: The Shop Floor of the Multinational as a Political Arena.
Sharpe, D. (2005). Contributions of Critical Realist Ethnography to Ï㽶ÊÓƵing the Multinational Organization.
Sharpe, D. (2005). Critical Realist Ethnography and its Relevance to Ï㽶ÊÓƵ in International Management.
Sharpe, D. (2004). EGOS Sub Theme 13: Micropolitics and Conflicts in Multinational Companies. 'An Ethnographic Study of Micro-Politics, Power and Control in a Japanese Multinational'.
Sharpe, D. (2004). Transferring Managerial Practices Within Multinational Control, Resistance and Empowerment.
Sharpe, D. (2003). Ï㽶ÊÓƵing Change Within Firms in an Interconnected Global Context.
Sharpe, D. (2003). Teamworking Technologies and Organizational Behaviour.
Sharpe, D. (2003). The Use of Ethnography in International Business.
Sharpe, D. (2002). Taking Stock: Theoretical and Methodological Issues in the Comparative Study of Organisations: Reflections from Two Empirical Studies.
Sharpe, D. (2001). After the Crisis: Korean Multinationals in the UK.
Sharpe, D. (2001). Developing the Global Managers in Japanese Multinationals.
Sharpe, D. (2001). Multinationals as Organisations.
Sharpe, D. (2000). Control in Global Corporations.
Sharpe, D. (2000). Multinationals as Organisations.
Sharpe, D. (2000). Multinationals, Corporate Governance and Financial Internationalisation.
Sharpe, D. (2000). The Future of Japanese Manufacturing in the UK.
Sharpe, D. (2000). The Global Manager? Japanese Expatriate Managing over Distance and Time.
Sharpe, D. (2000). The Global Manager? Japanese Expatriate Managing over Distance and Time.
Sharpe, D. (1999). Globalization and Change: An In-Depth Case Study of Processes of Organisational Community and Change Within a Japanese Manufacturing Organisation in the UK.
Sharpe, D. (1999). Processes of Organisational continuity and change.
Sharpe, D. (1997). Internationalisation and organisational learning.
Sharpe, D. (1996). Shop Floor Practices Under Changing Forms of Managerial Control: A Comparative Ethnographic Study of Micro-Politics, Power and Control in a Japanese Multinational.
Sharpe, D. (1996). Working with organisational complexity and diversity.
Sharpe, D.R., & Kom, C.N. (2024). The Power of Reflexive Contextualization in International Business Ï㽶ÊÓƵ. In European International Academy of Business Annual Conference 2024, Aalto University, Espoo, Finland, 2024 - 2024.
Book chapters
Sharpe, D. (2009). The Multinational Firm as an Instrument of Exploitation and Domination. In Collinson, S. (Ed.) Images of the Multinational Firm. (1st). (pp. 247-266). Oxford: Wiley-Blackwell
(2008). Machine Bureaucracy. SAGE Publications, Inc:
Sharpe, D. (2004). The Relevance of Ethnography to International Business Ï㽶ÊÓƵ. In Handbook on Qualitative Ï㽶ÊÓƵ Methods for International Business. Cheltenham: Edward Elgar Publishing
Sharpe, D. (2001). Globalization and Change: An In-Depth Case Study of Processes of Organisational Community and Change Within a Japanese Manufacturing Organisation in the UK. In The Multinational Firm: Organizing Across National and Institutional Divides. Oxford: Oxford University Press
Sharpe, D. (1998). Working in organizational complexity and diversity. In Hooley, G.J. (Ed.) Internationalisation:process,context and markets. London: W H Freeman (Macmillan Press Palgrave)
Sharpe, D. (1997). Managerial control strategies and sub cultural processes . On the shop floor in a Japanese Manufacturing organisation in the UK. In Sackmann, S.A. (Ed.) Cultural complexity in Organizations: Inherent Contrasts and Contradictions. Sage
Sharpe, D. (1997). Compromise Solutions: A Japanese Multinational Comes to the UK. In Whitley, R., & Kristensen, P.H. (Eds.) Governance at Work: : the social regulation of economic relations in Europe. OUP
Books
Sharpe, D. (2007). New Horizons in Asian Management. Basingstoke: Palgrave Macmillan UK.
Theses / Dissertations
Papaioannou, M. (2022). Learning and Knowledge Management Mechanisms during Internationalisation. (Doctoral thesis). Supervised by Sharpe, D.
Kom, C.N. (2022). . (Doctoral thesis). Supervised by Sharpe, D., & Owens, M.
Anderson, A. (2018). . (Doctoral thesis). Supervised by Johnston, A.
Anderson, A. (2018). . (Doctoral thesis). Supervised by Johnston, A.
Wilmot, N. (2017). . (Doctoral thesis). Supervised by Sharpe, D.
Presentations
Sharpe, D. (2014). Ï㽶ÊÓƵing the Multinational Organisation.
Sharpe, D. (1997). Managing the Foreign Subsidiary and the Role of the Expatriate Manager.
Other publications
Sharpe, D. (1996). The Dynamics of Japanese Organizations - Creativity and Innovation Management - Book Review.